Clay answers a thriver's question "How do I delegate effectively?" with his 7 steps to outsourcing and delegating work effectively.Sign Up to Watch
- Alright, we have a thriver who has asked us the question, "How do I effectively outsource and delegate work?" You know, that sounds like what, their core job. They could constantly have to delegate and outsource work, so how do I do it? I'm gonna teach you the steps. The seven steps to effectively, okay, outsource and delegate work. There is seven steps alright, so don't get overwhelmed. This is how you do it. You got it. So first off, I wanna read you a quote here, from this book right here called Checklist Manifesto. This book is awesome. This thing will blow your mind 100 percent of the time. This book is awesome. It's written by this guy right here called Atul Gawande. There he is, Atul Gawande. Smart guy, smart man. He works with some of top doctors in the world, with the World Health Organization. He's a big deal. Here's the quote okay, check it out. "Without a system, guys, without a checklist, the very best doctors missed at least one of these minimum six steps, six percent of the time. One in every 16 patients. Let me repeat. The very best doctors missed at least one of these minimum steps, six percent of the time. One in every 16 patients without a checklist. What are we saying? He's saying that without a system, one out of six, think about how crazy that is guys, think about that, we're talking about six percent of the time, six percent of the time, one out of 16 patients, the doctors forgetting to do a very key and basic step when working with patients. So you have to work off of the premise that without a checklist you could kill people, I mean literally, okay. So we're gonna get into the system, I'll teach you how to do it okay? So, one is you have to define the expectations. Step one, define the expectations. Unless you're nuts, you're not gonna go work for somebody and have no clue of what you're gonna get paid, right? So you need to define the expectations. So here's kinda your sub points here. You want to define how much money the persons gonna be paid, or the companies gonna be paid, you need to define those expectations. How much am I going to pay you? Period. That's why I get so mad at so many accounting firms. If you own an accounting firm, if you are an owner of an accounting firm and you're playing this game, stop doing it. Where you just send people random bills, they have no idea how much the bills gonna be from month to month. That's ridiculous. You need to go ahead and agree on how much money you're gonna charge people. The next is you've gotta define the expectations on what they're supposed to do. This is all under step one, define expectations. So define, how much you're gonna pay them and what they're supposed to do. If you don't have that in writing, good luck. Step two. You have to define the communication. You have to define the communication. So what am I saying when you define communication? Well, relationships get screwed up if you haven't clearly defined the expectations and if you haven't clearly defined how we're gonna communicate. So, when you define the communication, you need to define when you're gonna communicate and the boundaries of communication. For me, if I work with you as a consultant, or I'm a partner of yours, you're not reaching me on a Sunday. Why? Because I've defined that as a boundary. I'm not gonna talk to you on a Sunday. Now when, pretty much any time from 7am to 5pm, I will respond to you. I'm defining my communication. When am I going to communicate and then my boundaries. When is it not cool to call me? You got to get that in writing, okay? So if you're gonna delegate or outsource, define the expectations, then define the communication. The third step is you need to have one unified project management document. So what you wanna do is, you wanna create a Google document, and this right here can be the Google document and this is the list right here of all the items that need to be done. And right here, this is gonna be the who column, and this right here, this is going to be the what column, and then this right here at the end, this right here, this will be the deadline column. This is gonna be "when does this need to be done?" And when you define the who, the what and the deadline everyone, all parties, so this guy, right, when this guy, when this lady, when this guy, all working on the same document, we can all see the same thing, it's a shared document. It makes it easy to know what the heck is going on but if not, it's so hard to manage all the processes and steps. So, very very important that you do what? You make a unified project management document.
- The fourth, is that when everyone is doing something they have to have a checklist they're working off of. So if I need to do something, lets just say that one of my companies I work in, we do real estate photography, so we do photos for real estate shoot, right, we have a checklist. And why do we have a checklist? For all the photos sessions we're talking photos, of houses. So give you a visual here, were talking photos of the house. If you had to speculate how many steps are involved in taking photos of a house, if you had to speculate, you know how many steps are involved in taking photos of a house? I'll send you the checklist, our team will make it available to you as a downloadable It's over 40 steps I would say, I don't have it memorized, the number, maybe 40 steps, maybe 35 steps. Is it possible to remember to take "oh I need to take a photo of an elevation." Okay elevation how do I spell that. I also need to take a photo, I need to make sure I close the toilet seats. I need to make sure I take the photos in a jpeg format. I need to make sure I upload them to a particular site. I need to make sure I go ahead and take this many photos and photos of this room, that room, that room, this room. There's like all these steps, you cant possibly remember all the steps. So if you're gonna delegate work the person you're giving the work to has to have a checklist they're using or nothing will get done. And if it gets done it won't be done right. Im telling you, maybe 1% of the time that my team forgets to use a checklist, do they ever do a good job. That's my team, so we have to make them use a checklist, ok? Now, when somebody says they did something, this is the process. So step one, is you go ahead and define what you need to do, so this is the job or this is the task. Then the person needs to do it, they do the task, right using a what? A checklist. And then you, step three, you need to follow up. And why do you need to follow up? I'll put the quote up here on the screen. Ronald Reagan says, "Trust but verify." A former President of the United States. Trust but verify. The former CEO of Intel, we'll put this quote up on the screen here. Andy Grove he says, only the conspiracy theorists survive. People that don't trust anybody. So you delegate the task, then you have to follow up. And why do you have to follow up? Because otherwise it won't get done. It won't get done properly, right? Then if they did it right, yes or no. There's no middle. Right, yes or no. If they do it right, then they should get a what? Bonus, or they should get paid well. If they don't do a good job, they should be paid badly. Not good, good, not good, that's how it works. Ok so lets review all the steps here. One: you define those expectations. What kind of expectations? How much money will I be paid and what am I supposed to do. Step two: take notes on this. Put this in your Thrive notes. Right there, Thrive notes. On the right of your screen, there to the right of your video. Define the communication. When are you going to communicate, and what are the boundaries for communication? Being real, I mean I'm a married guy, a lot of times I work with different clients some clients are single ladies they're like is there anyway you could come to my house and meet about our checklist? No. Is there anyway you could you know, call me on my personal phone? Call me on my cellphone, ask me what to do No I'm not gonna do that. People say, is there any way you could text me on Sunday, and you could come over and look at the checklists? No. 'Cause I'm defining my boundaries. I'm not gonna communicate to you with you one on one in a non-professional setting, Third: unified project management document. Why do we need that? Because we all need to be on the same page, literally. Literally? You mean we're literally on the same page? Yeah. Oh, is this one of those metaphysical things? No, for real, be on the same page. Fourth: Checklists. You need a checklist or everyone's gonna get Right? You need a checklist or everyone's gonna get, You know, you gotta do it. Right, now you gotta follow up. So you assign the task, then they do the task using a checklist, then you follow up, and if they did it right, then yes or no, not middle. Yes you did it right or no you didn't. If they did it right, they should get paid well. If they did it wrong, they should get paid bad. If they did a good job, they should get paid well. If they did it bad, they should be paid poorly. That's how it works. You mean people should get paid based off what they do, not based off what they said they're gonna do? So weird, I just feel that Spain doesn't do it that way. When was the last time Spain invented something? Let me move on.
- Then you have to have this reward, results, kick, and hug program. Okay, the final step, okay. Final step, you have to have this rewards, results kick, and hug program. What that means is that in your organization, or when working with you, people need to know that if you, if they do a good job, that you're gonna reward them. Right? Right Dan, right Dan? You do a good job, reward it. Yay! Reward it, Dan's one of my favorite guys. You get rewarded and if you do a bad job, you get what? A kick. If you do a good job you get a hug. Jack Welch, top CEO of all time. The guy who grew GE by 4,000%, 4,000% he grew General Electric, are you kidding me? No, he says kick and hug. I like the quote if you're gonna be candid, you need to be funny. But the point is it's super important that you follow these seven steps. So let's review one more time. You define the expectations. How much money will I be paid, what am I supposed to do? Two, define the communication. When, when does. When are you gonna communicate and what are the boundaries? Can I meet you at your house on Tuesday night, you know, alone? No! Third, unified project management document. We all need to be on the same page. Someone needs to write that down. Probably not you, just somebody else. Fourth, check list. If we don't follow a check list everyone's gonna be... I don't know what that word is. And then point number five, follow up. Follow up, follow up, follow up, follow up, follow up. If you don't follow up, what's gonna happen? Nothing. If you don't follow up what's gonna happen? Nothing. You mean nothing's gonna happen if, this is what happens if you don't follow up. You get to the big meeting, you're supposed to make the big presentation, and you're like, Greg can you queue up my slideshow? And Gregs's like, I didn't know I actually was the one who's gonna be doing it and I don't have the adapter. Uh Greg this is like the biggest presentation of my life. I don't have the cord, you know, power cord. Could you just do it on a napkin, you know? I mean that's what happens okay. Now the sixth, you have to have merit based pay. Why? You pay people based off of their results. Not based it off of their intentions. Anybody who is slightly motivated will not work in an organization that doesn't do merit based pay. Have you ever noticed how like the real highly motivated people in America and your country as well, tend to not work at the Department of Motor Vehicles? Have you ever noticed this trend, that the Department of Motor Vehicles does not attract the, you know, the peak, the cream of the crop? The top highly most motivated and most proactive people on the planet. I mean have you ever noticed that? Have you ever noticed, have you guys ever gone to USPS? Anybody in the studio, guys in the studio, have you ever been to USPS before? You go to USPS, you've ever gone in there and gone, how did they collect all these geniuses in one room? Have you ever noticed that before? Have you ever gone to like an airport? Have you ever noticed that an airport that you're saying, you know I don't know if the most elite and bright minds in the whole world are collected here at the job that pays a guaranteed where they can't be fired and it's some sort of government issued job. I'm just, that's how it is. It's offensive. This is business school without the BS. You want the BS, go to the University of What the Heck, spend $100,000 on it, who cares? Now the sixth thing is reward, results, kick, and hug. Okay, you have to make sure there's a kick and hug in place. If there's not a kick and hug in place, then you're not going to be able to what? Motivate top performers. If you have no kick and no hug, there's no differentiator. I mean if everyone gets paid the same, regardless of whether they get it done or not. Why are they gonna be staying, why would they stay motivated? My friends that's the seven steps to outsourcing and delegating work. I personally delegate to probably 60 contacts a week. I personally outsource to probably 100 some odd companies a week. I live it, I do it, I am not as smart as you are, I took my ACT three times, but if I can do it you can do it. If you have any questions, email us at firstname.lastname@example.org. If you work for the USPS and you're offended by today's training, tell your manager to make the USPS no longer the butt of jokes.
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